Excel is Still Not an Enterprise Reporting Solution


At a recent conference, I had a frustrating conversation. The person I was speaking with was frustrated also. Her manager was an avid MS Excel user. Even with better tools readily available, he insisted on storing data and reports in Excel. Even worse, he forced his employees into the same low standard.

My "Excel victim" related how many data issues occurred could have been easily avoided. A co-worker did not understand how to use the formulas correctly, which resulted in the wrong totals being reported. The list continued and most of it was related to lack of skill or attention to detail. Even when my Excel victim would plead with her manager to use the better tools freely available within the organization for an automated and accurate process, he refused. Instead he clings to MS Excel as if it were some savior -- using it as an excuse to avoid learning or just feel some level of control. At this point, I was rolling my eyes because I thought everyone knew that Excel was not an enterprise reporting solution.

(Image: echoevg/Shutterstock)

(Image: echoevg/Shutterstock)

I fantasized about phoning the manager to enlighten him about Excel. Scold him for not trusting his employee's advice. Clarify how he could improve his organization -- this month! In my mind, it ends with him apologizing and shedding remorseful tears. Aren't all criminals sorry when they are caught?

I suspect the real conversation would end differently. Many smaller organizations or departments within larger organizations do not understand the issues surrounding Excel. It is flexible, powerful, and readily available. However, if you want to make a data issue worse - give users Excel for tracking. Suddenly everyone in the department is tasked with managing a tiny database. The data accuracy depends on the creator's skill and attention to detail. I get it -- some things can be managed by a spreadsheet. But even I agree that list is so short it could be tracked with Excel.

If everyone has a personal database, then how do you know which one is the truth? Who in the office has the most accurate count of widget sales or complaints? If you are keeping a running total of something, then how do you manage change? Say you sell 1,000 widgets and a third are returned. How do you investigate that? How do you prevent the AUTOSUM being in the wrong column? When does the data become too much to manage? And talk about duplication of effort.

When organizations do get serious about data and want to treat it as a managed asset, the fun begins. As a consultant, I witness "how the sausage is made" a lot. I am privy to internal discussions that range from compelling to exhausting. A common one is how do we measure <blank>. When individuals or departments have been autonomous for too long, different rules develop. Their counting rules show a lack of skill and aren't based on real business reasoning. "Just don't count x because we don't always see the email about it." If another department finds x crucial or did solve the issue, then you have an epic argument. It's not fun to watch the passions collide in a meeting.

When asked to settle a dispute, I am always on the same side. Have a repeatable process that produces an accurate answer and serves your end user. Departments must agree on counting rules and data item names. It is that simple. Spreadsheets then are used for their intended purpose of tracking short term situations or ad hoc analysis.

Tricia Aanderud, Senior SAS Consultant for Zencos

Tricia Aanderud, President of And Data Inc., regularly shares information-design tips, programming tricks, and other SAS programming knowledge through her blog: www.bi-notes.com. She has co-authored two books this year, Building Business Intelligence Using SAS: Content Development Examples and The 50 Keys to Learning SAS Stored Processes, and is working on a third on the use of SAS Visual Analytics. When not writing books, Aanderud busies herself by spreading the SAS gospel to corporations that need help understanding how to transform their data into meaningful charts, reports, and dashboards using the SAS BI solution. Tricia has a background in technical writing, process engineering, and customer service. She has been an enthusiastic SAS user since 2002 and has presented papers at the SAS Global Forum and other industry conferences. She has a BA in mass communications from Eastern Kentucky University. Born in Kentucky, she now lives in Raleigh, N.C., with her husband and two bratty Siamese cats.

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Excel's role has changed
  • 1/5/2017 11:11:28 AM
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Most managers don't realize that plugins and other tools have morphed excel's role as being more than a spreadsheet, yet definately not a replacement for a database. Tools like Neo4j are also overlooked - the interfaces on those tools are more people-friendly.  I think the interface on excel is what draws people - it's a spreadsheet and familiar to the most unsavvy professional. Says something about innovation of professionals - it's low - but also attest to how good that interface was.

Change resistant
  • 1/5/2017 2:26:57 PM
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It's not a perfect analogy, but an accountant I worked with years ago had a bookkeeping program she treasured that used MS-DOS. Which even in the summer of 2001 when she insisted I use it was a bit retro.

Our brains are resistant to change; I see my own tendencies here ("Another social media platform to learn/post to?" grumble grumble grumble). A function of age? Technology fatigue? probably some combo.

Re: Change resistant
  • 1/5/2017 4:20:04 PM
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True, sometimes professionals are resistant to change.  We have to know our tools are reliable and fit our process to tackling tasks. Excel has been around long enough to build resistance to more advanced tools, even if those tools are really not as complaex as they used to be.  It's like assuming a car still has a carburetor and warms up slowly, when really fuel injection and better engine management is actually in place (as well as better experience).

Re: Excel's role has changed
  • 1/6/2017 9:01:52 AM
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I think there are two issues here.  The first is using Excel as a database, the second is using it as a reporting tool.  The larger of the two issues is using it as a database and it is one of my biggest pet peeves when I see data duplicated into a hand entered Excel file.  Less frightening is Excel as a reporting tool.  Using data connectors to get your data from an actual database eases that issue but as noted in the article some times the crazy formulas used in Excel can make a real mess.  I instruct people that if they find themselves doing weird math tricks that the more appropriate method is building a view on the database server to do that math.  That way there's no fiddling with things and trying to make data sets match up.  No offense intended to the data professionals who work outside of an IT team but you really should have a great relationship with your database guys, learn to speak their language and you'll be amazed at how helpful they'll be.  They live for this kind of thing even you're in an organization that is filled with red tape I'm sure they would rather give you the data you need in a format you can use than watch you try hammering square pegs into round holes. 

 

Cultural resistance
  • 1/6/2017 10:46:36 AM
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In this particular case, I wonder if this is a matter of cultural resistance to giving up control. The manager is using Excel and forcing his employees to use it. What would it take to persuade him that a different approach would be better? Would he need to have control (and mastery) over that other platform? Or does he need to experience the pain of what goes wrong when you use an inadquate tool before he would consider alternatives?
Has anyone out there succeeded in this kind of persuasion before?

Re: Cultural resistance
  • 1/6/2017 4:33:42 PM
NO RATINGS

I am guessing that this was all that was in his comfort zone. No amount of logic will move someone who just doesn't understand the technology. A move could only make him look bad ( or worse, ignorant).This is a real barrier in some organizations.

Re: Cultural resistance
  • 1/8/2017 9:41:59 AM
NO RATINGS

I think that is the main problem - how do you move managers in particular out of their comfort zone? It is amazing to me that the person doesn't hold himself accountable for having accurate data. 

I feel like some kind of zealot.  Lol!

Re: Cultural resistance
  • 1/9/2017 8:27:27 AM
NO RATINGS

You make a good point @Jessica Davis.   The person describing this situation had pleaded with him to make the right decision. She was asking my advise on how to pull him toward a better tool. Every arguement we brainstormed she had already tried.

I believe the guy is stubborn. The only way you combat that situation is with upper management issuing a directive.  I don't think the person I spoke with thought that would provide any career enhancement for her.

Sad.

Re: Change resistant
  • 1/9/2017 8:41:36 AM
NO RATINGS

IN this case the organization had some extremely advanced tools  and could have bypassed anyone doing work in the spreadsheet and simply had the end result output to XLS format.  It would have resolved the issues of calculating in the wrong columns, bad formulas, etc.

I guess it is resistance to change because why would you drink the magic elixer over continuing to suffer. 

Re: Cultural resistance
  • 1/9/2017 9:03:31 AM
NO RATINGS

I run into this not only as comfort but as "it's not broke, don't fix it" which is a tad bit short sighted because it's broken, they just don't realize it until way down the line.  In this case what the manager probably needs is a handful of examples that show how often the data is wrong and the problems that it causes.  These examples need to be brought along with the system/processes to prevent these errors.  Without those pieces the manager will likely continue down the path of "it's working, stop messing with it."

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